For many people, a job is just that, a job. But those that create meaning in their work understand that what they do matters. They find purpose in what they do. They understand that their efforts contribute to a greater cause—one that is important to them.
Not everyone saves lives in an emergency room, fights poverty in developing countries, or negotiates peace treaties. But we can all create meaning in what we do. In some way, our work contributes to the world, our company, our team, or even our families. When we create meaning, we know the “why” behind what we do, and understanding the “why” makes us more effective at the “what.”
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The power to shape your work and environment in ways that allow you to perform at your best
Some people feel stifled in their jobs. In fact, 34 percent of employees say they can’t speak up for fear of negative consequences. Autonomy doesn’t mean “no rules and free reign.” We all work under guidelines. However, when we understand our parameters and have the freedom to do our best work, we are more creative, innovative, passionate and, ultimately, more effective.
Employees want to be empowered and have the freedom to do their jobs in the way they feel is most effective (and most enjoyable). Organizations wish to results and accountability. Autonomy bridges these two needs, resulting in empowered, accountable employees.
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Being stretched and challenged in ways resulting in personal and professional progress.
Growing in our jobs doesn’t always mean getting a promotion or a raise; these are components of satisfaction. Growth is about mastering new skills, taking on challenges, and pushing to be better—both professionally and personally.
Results from DecisionWise employee surveys show that managers often fail to challenge employees enough to learn and to achieve higher results. Similarly, many employees don’t find their work challenging enough to keep them engaged. Imagine the untapped potential! On the other hand, stretching, taken to the extreme, can result in unhealthy stress. Growth strikes the balance between boredom and burnout.
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Our employee engagement survey research shows that managers consistently fail to recognize employees for their contributions. This same research tells us that many employees don’t see that the work they do translates into results. They spend a significant part of the day spinning their wheels, not going very far. However, when leaders define goals and set clear expectations, measure and acknowledge progress, and help employees see progress, employees are far more likely (and able) to contribute to the organization’s success.
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The sense of belonging to something beyond yourself.
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Discover how you can take control of your level of engagement to become happier and more successful in your current job. Read MAGIC: Five Keys to Unlock the Power of Employee Engagement or attend one of our training sessions.
